Twenty-two engagements across Sharia and corporate consultancy, growth systems, travel operations and finance — ten of them in the US, Canada, the UK, Australia, Singapore and the GCC. Each carries a reference, the sector, the role actually played, and what changed as a result.
Client names are withheld by agreement. Sector, scope, role and outcome are described as delivered — nothing here is rounded up. These cards show the kinds of problem handled; they are not a client list. The export work is accounting, tax and compliance in the US, Canada, the UK, Australia, Singapore and the GCC.
A trading group had grown through conventional financing and could no longer say which of its contracts held. Every agreement was screened against AAOIFI guidance for Riba, Gharar and Maysir, and the ones that failed went onto a prioritised remediation roadmap. Each agreement now carries a compliance status and an owner.
Zakat was calculated a different way every year, and donors had started asking how. One asset-classification model, documented nisab baselines and a disbursement register were put in place, with donor-facing reporting. Zakat is now computed the same way each year and can be evidenced line by line.
An Islamic finance operator had a Sharia board on paper and no workflow underneath it. A governance charter, board selection criteria, review cadence and escalation paths were written into policy against IFSB and the local Shariah governance framework. Sharia review is now a standing function with named roles, not a signature collected at the end.
A manufacturer’s approvals lived in the founder’s head, so nothing could be audited or delegated. A delegation-of-authority matrix, an SOP set, internal control points and a monthly management reporting pack were built to sit inside the compliance framework. Decisions now follow a documented authority matrix, and the framework has something to test.
Operations lived in chat threads, and nobody could say what was outstanding. One dashboard was built, and every request is tracked on it. Every request now has one status and one owner, visible without asking.
A retail brand looked different on every channel. One identity system was built across storefront and social. The brand now reads the same everywhere — storefront, social, pitch.
Peak-season groups needed transfers that could not fail. Visas, hotels and transfers were sequenced on a single sheet, and one desk ran them. The season ran on that sheet, and nothing moved out of sequence.
A service business was invisible in local search. A structured local SEO sprint was run. The business now surfaces for its core local service searches.
CS-05Families were juggling two visas and two budgets on one trip. One sequenced itinerary and one desk were set up, with visas, hotels and transfers planned together. The trip ran from that one desk — no scrambling.
A D2C brand was losing checkouts to a slow store. The storefront was rebuilt around speed and clarity. Checkouts stopped leaking to load time.
Records only made sense to the person who made them. A close rhythm, a file pack and a named reviewer were put in place. The books now open to a review, not a reconstruction.
Leisure travellers were losing days to poor routing. The circuit was re-sequenced and every transfer booked before the flights. Days were recovered on the circuit, and every transfer was settled before wheels-up.
Three years of state sales tax returns had not been filed. The records were reviewed, the filings cleaned up, the returns submitted and the penalties reduced.
Bookkeeping and tax filings had fallen behind. The records were organised, the accounts brought up to date and the outstanding filings completed.
The owner was unsure which sales taxes applied to which sales. The transactions were reviewed, the treatment corrected and the filings brought up to date.
Several months of bookkeeping were unreconciled. The accounts were cleaned up, the records reconciled and the file prepared for filing.
The business grew quickly and the tax records had not kept up. Transactions were reviewed, the records corrected and reporting brought up to date.
A service business had outstanding tax and bookkeeping items. Working as ghost accountant to the firm’s client, we established what was missing and completed the work.
Transactions ran across several entities and the records needed clean-up. They were reviewed, the accounts organised and the file prepared for reporting.
Bookkeeping and tax-related paperwork had fallen behind. The records were organised and the outstanding work brought up to date.
Several periods of records were incomplete. Transactions were reviewed, the bookkeeping cleaned up and the records prepared for filing.
Several years of financial records needed organising. The missing information was reconstructed, the accounts cleaned up and the file prepared for the next filing cycle.
I’d rather show a smaller number of believable examples than a large gallery of vague claims. Every case here explains the problem, the role I actually played, and what changed — as clearly as confidentiality allows.
